Chapter 1 – Organizational Behavior as a Way of Thinking ...
Chapter 1 – Organizational Behavior as a Way of Thinking and ActingSlide 1 – OpeningSlide 2 – Goals of the TextCourse is about human behavior in public and nonprofit organizations.Managers must lead and motivate others, function effectively in groups, communicate clearly, think creatively, navigate change successfully, and manage conflict.The course will address these goals.Slide 3 – Chapter 1 ObjectivesOB is no just a field of study; a way of thinking and acting.Look at OB through many lenses.Individual behaviorGroup functioningOrganizational operationsCommunitySociety at largeRequires a broad set of skills.Slide 4 – Human BehaviorWhy should we be concerned with how public servants interact with others?They do important work.Slide 5 – Serving the Public InterestWhether we are a city manager, fire chief, budget or policy analyst or street-level bureaucrat, we must be effective by.Slide 6 – View Through Multiple LensesWe must look at personnel, technical problems, budgetary issues.However, much of what happens in a public organization is a problem of human behavior.Multiple levels of analysis.For example, looking at individual behavior we see potential issues with.Slide 7 – View Through Multiple LensesAt the group level, are the existing work groups functioning effectively?Slide 8 – View Through Multiple LensesIs the unit organized properly in order to accomplish tasks?Slide 9 – View Through Multiple LensesAt the system level, we take another view.Slide 10 – Public Organization ConcernsOB is the study of both individual and group behavior in organizational settings.Have perspective on motivation, leadership, groups, power and culture, organizational matters, and community issues.And concerned with.Slide 11 – Organization Behavior Is…OB provides the tools, skills, ideas, and strategies for managing human behaviorPeople in public service are the key ingredient in determining how well (or poorly) government serves its citizens).Is it different from organization theory?Understand that OB emphasizes human behavior and individual values rather than organizational structures and organizational values – it deals with all aspects of organization and management from the perspective of people.Slide 12 – Level of AnalysisOB is a product of the complex interactions among individuals, groups, organizational factors and the public environment.Interactions are complex, unpredictable, challenging.While we can influence others, we cannot control the thinking or behavior of others.Slide 13 – The What of ManagementStudy conducted by US Office of Personnel Management.Identified skills for managerial success.There are two categories of competencies.One focuses on management functions (what).Slide 14 – The How of ManagementThe other focuses on effectiveness (how).How many of these competencies require a working knowledge and skills in organizational behavior?Slide 15 – FrameworkManagement competencies are required at all levels of the organization.Look at the Management Excellence Framework in you text.Do the skills at one level interface with those at the next?Slide 16 – RootsOB is a relatively young field.Initially focus on controlling workers or manipulating environment to maximize predictability and productivity.Workers would do what they were told or face the consequence (punishment or fired).Slide 17 – RootsScientifically selected and trained workers could be induced to perform as expected by paying them a “piece rate.” Taylor assumed workers were naturally lazy and stupid.He wanted to make them more productive.Slide 18 – RootsOther, more humanistic pioneers.Work of these individuals was out of the mainstream for years.Slide 19 – RootsHawthorne studies published in the 1930s pointed the way toward a great acceptance of social factors.Became a fundamental shift in how employee behavior was understoodLater research confirmed much of the Hawthorne studies.Slide 20 – RootsBarnard defined a formal organization as “a system of consciously coordinated activities or forces of two or more persons.”Participation of the individual was necessary for cooperation.Herbert Simon was a pioneer in developing new approaches in public administration.Lewin’s principle: “We are likely to modify our own behavior when we participate in problem analysis and solution, and [we are} more likely to carry out decisions we have helped make.”Slide 21 – RootsMcGregor argued that traditional command-and-control approaches, based on the assumption of people as lazy, uninvolved, and motivated solely by money, caused people to behave in a manner consisted with those expectations.Theory Y was more optimistic and humanistic view of people, emphasizing the inherent worth of individuals in an organization.Maslow proposed a hierarchy of needs (will be discussed later).Others looked at motivation, the importance of groups and teams, and transformational leadership.Slide 22 – Multidisciplinary InfluencesInfluence is not singular; all provide different insights.Perspectives emphasize different aspects of the causes, sources, and our role in managing and responding to conflict and power within organizations.Slide 23 – Good Management DifferenceManagers perform many different roles.Poor management a major factor in low productivity.Slide 24 – ThemesThree themes of this course. Key to success is the ability to understand and influence the behavior of individuals and groups; To manage others, we must start with ourselves; Need to have good interpersonal skills; have cultural awareness; capitalize on diverse approaches and talents.Public management is distinctive and must be understood in context of public values.Need to have a different style of learning and improve people’s capacity to act in pursuit of their ideas.Slide 25 – Values and AssumptionsHuman behavior is purposefulBehavior is not randomBehavior can be changed through learningPeople should be valued as humansPublic service is about serving others ................
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